Relationship between Self-efficacy and Individual Performance: Mentoring as the Moderator

Abstract

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Self-efficacy could influence personal behavior and performance. However, low self-efficacy is one of the problems of early-career employees. By investigating the effect of mentoring functions on the relationship between self-efficacy and individual’s performance, this research hopes to provide directions on mentoring in organizations for early-career employees. The target sample was 395 early-career employees who had a mentor in the workplace in the past 6 months. Applying a quantitative approach with the convenience sampling method, data was collected via a questionnaire distributed through the online channel such as google survey and social media. The result shows mentoring has more a direct effect than moderating effect on performance. The only moderating effect found is that of role modeling function, which has a negative moderating effect on the relationship between self-efficacy and in-role performance. It appears that mentor’s role modeling function helps employees with lower self-efficacy to improve their in-role performance, but does not help those with higher self-efficacy. The findings from this study have significant theoretical and practical implications for employees, mangers, HR practitioners and employers.